Innovating by eliminating: Technological resource divestiture and firms’ innovation performance

Kim, Nami; Kim, Eonsoo; Lee, Jong Seon

doi:10.1016/j.jbusres.2020.09.054

Cited by 17 publications

(7 citation statements)

References 95 publications

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“…We use firm random effects model with industry and year fixed effects with 2,753 observations from 948 firms over the sample period (2010)(2011)(2012)(2013)(2014). Firm random effects model is used to control for firm-level heterogeneity while analyzing cross-sectional time series data in a model that includes the fixed time effects over the sample period, fixed industry effects across different industry groups and fixed region effects over different provinces (Kim et al, 2021). Our sample firms are from 36 industry groups over 31 provinces, autonomous regions and municipalities in China.…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

Impact of relative compensation to executive directors with marketing experience on marketing performance: toward an integrative framework

Sharma

Leung

Adithipyangkul

2022

EJM

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Purpose This paper aims to combine the agency theory and efficiency wage theory to explore the effects of relative compensation for executive directors with marketing experience on two marketing outcomes (marketing efficiency and market share) and the moderating roles of ownership type (private vs state-owned enterprises) and market concentration in this process. Design/methodology/approach A total of 2,753 firm-year observations from Chinese listed companies (from 2010 to 2014) were retrieved from China Stock Market and Accounting Research database and analyzed using firm random-effects with industry, year and region fixed effects. Findings Relative compensation has a positive effect on both marketing efficiency and market share, and these effects are moderated by ownership type and market concentration. Specifically, the positive effect of relative compensation on marketing efficiency and market share are stronger for central state-owned enterprises (SOEs) compared to local SOEs and private-owned enterprises but the results are mixed for market concentration. Research limitations/implications This study shows that paying higher compensation to the executive directors with marketing experience can enhance marketing performance, but the data does not allow identification of the actual actions taken by these directors for this. Practical implications This study highlights the importance of appropriate compensation for directors with marketing experience to motivate them to make better marketing decisions to overcome the challenges posed by market concentration and agency conflicts. Originality/value This paper points out the importance of having directors with marketing experience and paying them suitable compensation to motivate them to be more effective.

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Section: Data Analysis and Resultsmentioning

confidence: 99%

Impact of relative compensation to executive directors with marketing experience on marketing performance: toward an integrative framework

Sharma

Leung

Adithipyangkul

2022

EJM

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“…For example, the coefficient of a viral loop or the speed of market growth might be useful when measuring service innovation outcomes (see Snyder et al, 2016). Moreover, N. Kim et al (2021) adopted multiple measures to evaluate firms’ innovative performance, such as research and development intensity, the number of mergers and acquisitions, and patent class diversity.…”

Section: Discussionmentioning

confidence: 99%

Mapping Service Innovation Research in Hospitality and Tourism: An Integrative Bibliometric Analysis and Research Agenda

Kim

et al. 2022

Cornell Hospitality Quarterly

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In light of current industry imperatives and growing scholarly attention, this study was conducted to provide a thoroughly updated bibliometric overview of how service innovation research has evolved. A total of 133 papers across 42 hospitality and tourism journals over 18 years (2003–2020) were extracted and analyzed. We first examined the publication outlets and trajectories of service innovation. Next, we applied several state-of-the-art bibliometric techniques, including co-citation and keyword co-occurrence analysis. Based on the results of co-occurrence analysis, we proposed a flowchart of the service innovation process combining organizational and customer perspectives while considering the service design, process, and outcome phases. We then summarized the major findings and limitations of service innovation studies in hospitality and tourism. A series of critical future research directions were presented accordingly.

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“…Many researchers have realized the need for more study on divestment [36,37]. Most of the current divesture research focuses on the labor aspect [38], innovation performance from the technological perspective [39], or the subsidiaries domain [40][41][42]. Review of works of literature on the KM process and divestment, few of them have clear ideas about options regarding obsolete knowledge or even pay attention to giving up knowledge.…”

Section: Organizational Learning and Knowledge Divestmentmentioning

confidence: 99%

Research on Knowledge Divestment in the Perspective of Organizational Unlearning

2022

JISSR

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The emergence of change or shift in the environment is ordinarily unpredictable and powerful for an existing business. Current capabilities and knowledge are quickly becoming obsolete in a changing era. Moreover, the stock of knowledge captured and stored easily causes an overload in organizational memory. These problems will hinder the further development or even the company's survival. On the other hand, more studies still focus on knowledge acquisition and learning instead of discarding and unlearning. It could escalate the problem in such a fluctuating time. This paper introduces the concept of knowledge divestment from knowledge management (KM) processes in the view of organizational unlearning, which emphasizes the readiness to change and unlearn individual behavior and the strong position of key individuals such as CEOs. Also, organizational culture could be influenced or, at the same time, act as an intervention for unlearning. This research is based on secondary data, compares three key KM models in the House of Quality Framework, and chooses the Bukowitz and Williams KM Cycle as the benchmark. The case of Nokia is introduced to prove the work and value of knowledge divestment in Williams's model. Furthermore, it finds that divestment through unlearning could help the organization redirect its strategy and convert the ancient knowledge to a new valuable one via relearning within the organization or redeploying outside to improve utilization via other organization's learning. Under the unstable environment and the matter of knowledge value, it is more effective to divest knowledge in this way instead of simply giving them up.

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Innovating by eliminating: Technological resource divestiture and firms’ innovation performance

Cited by 17 publications

References 95 publications

Impact of relative compensation to executive directors with marketing experience on marketing performance: toward an integrative framework

Impact of relative compensation to executive directors with marketing experience on marketing performance: toward an integrative framework

Mapping Service Innovation Research in Hospitality and Tourism: An Integrative Bibliometric Analysis and Research Agenda

Research on Knowledge Divestment in the Perspective of Organizational Unlearning

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